Self-evaluation or self-assessment as it applies to organisational behaviour and practice is a very complex issue that varies from one company to another. Often, understanding the variable to use in evaluating a leader in an organisation is critical to various business entities. Based on the assumption that one applies to understand the important aspects of the company, human behaviour is critical in determining the direction that the organisation takes to achieve success. Furthermore, such behaviour could contribute to the development of the company if articulated in a focused way. Importantly, the way in which the organisation is structured, its leadership and workers relationships vary from one entity to the other. In addition, realistic and creative leadership styles are the best techniques for the organisation to realise remarkable success, thus could lead to company stability. Therefore, considering the benefits of self-evaluation or self-assessment as it related to leaders today, a person would look at the following attributes.
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Self-assessment is very useful in an organisation because of its contribution is enormously felt in the overall performance of the company (Parker 2003, p. 5). Since self-evaluation is valid in most organisations, it assists in leadership development, strengthening the leader’s ability and power to articulate issue pertaining to the organisational duties (Ambrosini & Bowman 2003, p. 215). Notably, every person can manifest one or several attributes, which constitute his or her behaviour and way of life in an organisation. In assessing the personal attributes such as calm, firm and less defensive, one becomes able to link his or her behaviour to the level of performance in the company (Ambrosini & Bowman 2003, p. 217). The progressive contribution of such an individual to the development of the company could wipe out the vague or ambivalent behaviour that is detrimental to the organisation. This is useful for promoting peace and integration in the organisation.
Self-assessment gives information about the person’s values and its contribution to upward management and organisational development (Robbins & Judge 2008, p. 4). For example, those who have articulate values uphold them every time there are issues drawing him or her apart, meaning that those principles become the guide for his or her behaviour. Moreover, identifying personal values gives one the power and triumph over his/her life and that of the public domain by developing his relationship with the senior managers (Robbins & Judge 2008, p. 5). This makes his/her contribution to the development of the company very strong and with enthusiasm. The low esteem that a person may depict in performing his/her duties is as a result of non-clarity of the values. Therefore, one has to make his or her visions and management principles apparent so that the person’s interests could be achieved.
Each person believes in certain core principles as the drivers of his/her ability to make a decision in the organisation, thus distancing oneself with unworkable and retrogressive strategies such as dishonesty (Parker 2003, p. 5). As a leader or a worker in the company, defining one’s belief is very significant if the person is determined to realise his or her objectives. This means that the dynamics, which the person experiences in life, shows the direction that his or her intrinsic values take (Antonakis, Cianciolo & Sternberg 2004, p. 48). The benefit of understanding the values is that it might lead to success or failure, depending on its articulation. In this regard, there are current leaders who do not define their intrinsic values; neither do they react to the dynamism of those principles. This behaviour might derail a person’s effort to realise the benefits of manifesting personal values. Therefore, the intrinsic nature of a human being should be used directly or indirectly to benefit the individual and the organisation.
Furthermore, in an organisation, human behaviour plays an integral role in helping it achieves the desired management standards (George et al., 2007, p. 5). It also forms the culture of the organisation and fosters the relationship between the stakeholders. The analysis of the human organisational behaviour is essential in making managerial decisions, bearing in mind the need for consistency to the international principles of running the affairs of the company (George et al., 2007, p. 7). In essence, human behaviour presents the dynamic relations, which the company could apply to realise its vision and mission based on the outlined objectives. Therefore, human behaviour comprises the fundamental aspects that the people in the organisation should adopt in delivering better management services to the potential customers and other stakeholders. Those aspects are core when making a decision about the code of behaviour expected from leaders (George et al., 2007, p. 8).
In most cases, a manifestation of negative values such as discrimination, intolerance and bossy is inevitable in a company and forms part of the individual character that a leader could display. Such attributes come as a result of the struggle to have control over the management of company affairs. Secondly, they result from the position that the leader holds in an institution and his or her level of morality, meaning that the higher the position, the greater the chances of one to assume more special (Antonakis, Cianciolo & Sternberg 2004, p. 72). The attitude of self-esteem due to the position that one holds in a company is a practice that has, for a long time, entrenched in the perception of the officeholder. The reason for this is that the interaction between the person in the higher office and his or her juniors increases. Therefore, self-assessment or self-evaluation measures are important and could assist the person in reducing the consequences.
Since personal values can be hurtful and destructive in an organisation, carrying out self-assessment or self-evaluation to each worker employed at different level could assist the organisation and its people to increase the volume and quality of production (Northouse 2006, p. 25). In such a situation, issues of discrimination that could be witnessed in most organisations would not arise, because self-evaluation ensures that each person understands the limits and the nature of the relationship among the workers. This means that self-assessment or self-evaluation helps in harmonising the relationship between different categories of the workers. Thus, it is a better recipe for reducing prejudice so that there could be information flow from the higher level down the management system (Robbins & Judge 2008, p. 17).
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Antonakis, J., Cianciolo, T., & Sternberg, R., 2004, The Nature of Leadership, Sage Publications, London.
Ambrosini, V & Bowman, C 2003, “Managerial Consensus and Corporate Strategy: Why Do Executives Agree or Disagree about Corporate Strategy”, European Management Journal, vol. 21 no.2, pp. 213 – 221.
George, B et al., 2007, “Discovering Your Authentic Leadership”, Harvard Business Review, pp. 1-9.
Northouse, P 2006, Leadership: Theory and Practice, Sage Publications, London.
Parker, S 2003, “Stand and Throw Away the Script”, Harvard Management Communication Letter Subscriptions, pp. 1-5.
Robbins, S & Judge, T 2008, Organisational Behavior (13th Ed), Pearson Education, New York.